Disagreement and Responsibility

Persuasion is much more effective when focusing on similarities than differences, and while similarities are more common than differences, differences at the margin of agreement are often most salient at the margin of change, discussion, and policy. It is possible to both assume more similarity than exists and think most reasonable people think how you think, and that differences are greater than they are and engagement useless. It is possible to both ignore similarities and adopt opposing views simply to forestall agreement and paper over differences that are real and significant and believe similarity exists where it does not. Reasonable disagreement requires reasonable discussion, a desire to seek common ground, identify disagreement, an openness to new facts and information, a willingness to reveal our true objections, and to not letting our objectives blind us to our operation or vice versa. Most of all, it takes two. If one side isn't knowledgeable or interested in learning, isn't interested in common ground or seeking agreement, is not open to new information or self examination, that only repeats discredited assertions or makes false arguments, the most that can be done is to imagine the best case an opponent could make. Naturally, this is very difficult and will always seem unconvincing since if they thought as we do they would believe as we do. The more important task is to make our case the best we can and expose the falsehoods and weaknesses of our opponents. Opponents interested in reasonable discussion will welcome the chance to correct misconceptions and improve their arguments. Those who aren't will avoid substantive discussion and declaim on their opponents character and how they are being treated unfairly.